NEW RESOURCE: CDC and FDA Recommendation to Pause Use of Johnson & Johnson COVID-19 Vaccine (Talking Points)

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Displaying records 1 through 20 of 29 found.

COVID-19 Vaccination Clinic Implementation Toolkit (2021). This is a toolkit for decision-makers and implementers of vaccine clinics. Our goal was to create a “vaccination clinic in a box” that could be replicated in, and tailored to, many types of settings. The guide includes prompts for questions you may need to ask, examples of many types of documents that you may need (and information about where to find more documentation), and lessons-learned from our experience. More Details...

Recruiting, Training, and Retaining LGBTQIA-Proficient Clinical Providers (2021). The Fenway Institute highlights resources and best practices that strengthen a CHC’s ability to recruit, train, and retain LGBTQI+-Proficient Clinical Providers and workforce staff. More Details...

Leveraging Data to Develop Workforce Strategic Plans (2021). The STAR² Center describes health center recruitment and retention data profile dashboards created for each health center organization. A California community health center also shares how they leveraged the data profiles to enhance their recruitment and retention efforts and build a strategic workforce plan. More Details...

Staff Wellness During COVID-19: Healing Hands (2021). Healing Hands, a publication of the HCH Clinicians’ Network, melds scientific knowledge with the experience of clinicians working in Health Care for the Homeless and reflects issues of concern to direct service providers and program administrators who serve people experiencing homelessness. This is the second in a pair of editions focusing on the impacts of COVID-19 on homeless health care. More Details...

Considerations for Serving Residents of Public Housing During Emergencies and Disasters: Staff and Patient Wellness (2020). Join the National Nurse-Led Care Consortium and the National Center for Health in Public Housing for a one-hour webinar on staff and patient wellness during emergencies and disasters. This webinar will provide health center with guidance for developing tools and resources that enable health center staff and the patients they serve to navigate the practical and psychological after-effects of disaster events. More Details...

Workforce Development and Retention of Community Health Workers Project (2020). There are many benefits to recruiting, hiring, and on-boarding a well-qualified individual for a Community Health Worker position. This report details the experience of Health Centers that have gone through the CHW hiring and recruiting process. It also provides insight on how CHWs have contributed to positive outcomes and success within Health Centers and patients. More Details...

NNOHA Operations Manual - Workforce Chapter (2020). This chapter of NNOHA's Operations Manual provides helpful tools and resources for tackling the issues related to workforce in Health Center oral health programs. More Details...

Community Health Worker Association Development Guide (2019). With a long history of successfully and effectively addressing health disparities, Community Health Workers (CHWs) can fill the gaps in services that many health care organizations experience in reaching underserved populations. Creating an association or state network can engage CHWs and provide greater professional development and networking opportunities, ultimately providing them with the tools to provide better services at their health centers and in their communities. More Details...

Chief Workforce Officer Toolkit (2020). The Association of Clinicians for the Underserved (ACU) and the STAR² Center in partnership with the National Association of Community Health Centers (NACHC) are excited to announce the release of the Chief Workforce Officer (CWO) Toolkit. Our organizations have collaboratively developed this timely and relevant new resource to assist community health centers (CHCs) and primary care associations (PCAs) in recruiting and retaining workforce leaders who are strategic and effective at meeting the complex needs of the CHC workforce. In the toolkit, users will find CWO core competencies, a CWO job description template, and much more.. More Details...

NNOHA Operations Manual: Workforce Chapter V2 (2020). This chapter provides helpful tools and resources for tackling the issues related to workforce in Health Center oral health programs. Topics include recruitment and retention of dental team members, staffing ratios, and strategies to decrease burnout. More Details...

Cybersecurity Checklist for Health Center Staff Working Remotely (2020). This PDF checklist, developed by HITEQ, provides a guide for health center staff to mitigate cybersecurity risks and threats during times of emergency and incident response that have them working remotely from the health center. More Details...

Basic Preparations for Fluid Operations During a Pandemic: A COVID-19 Operations Resource Packet (2020). This packet contains basic, sample procedures and workflows informed by health centers that are currently managing ‘new normal’ operating procedures. “Fluid operations” are a result of circumstances may include partial, physical opening of some sites while virtually delivering other services, rapid closure and then re-opening of sites and services based on local COVID-19 health indicators, and rapid response to emerging needs requiring redeployment of staff and communication to patients and/or community members. More Details...

Webinar Recordings and Slides — COVID-19: Oral Health COVID-19 Webinars (2020). This webpage includes all recordings and slides from NNOHA's live webinars related to COVID-19. The webinars include content on self-care, teledentistry, and oral health workforce. More Details...

Identifying Workforce and Financial Characteristics of High-Performing Health Centers (2018). This study examined the workforce and financial characteristics of high-performing health centers in order to begin to understand the success factors among a variety of staffing models for potential replication. Developed with support from the Health Resources and Services Administration. More Details...

Staffing Models, Program Elements, and Performance Expectations: A HITEQ Center Resource (2017). The following document describes Quality and HIT staffing models for a low, middle, and high resourced health centers.  These models are intended to be both normative (e.g., How does my middle resource health center compare? Do I have all of these positions covered?) and aspirational (e.g., What benefits could we get if we move to the next level?).  The following document describes Quality and HIT staffing models for a low, middle, and high resourced health centers.  These models are intended to be both normative (e.g., How does my middle resource health center compare? Do I have all of these positions covered?) and aspirational (e.g., What benefits could we get if we move to the next level?).  Each model includes: Descriptions of staff Critical quality program elements at each stage How incentive payments could be allocated, and Performance expectations.  The model includes factors to consider when moving between stages and a staff position glossary to help define the different positions. As anyone who has worked in health centers knows, health centers are highly variable.  For this reason, this document is meant to help executives and quality staff think more deeply about their quality program.  It is not intended to be a literal guide. More Details...

Staff Orientation to the use of Health Information Technology (HIT) to achieve the Triple Aim - Part I: Part 1 of 3: Effectively Using Data to Improve the Patient Experience (2017). A custom, health-center focused eLearning module for onboarding and orienting clinical and administrative health center staff to the Triple Aim and their important role in collecting accurate and timely information to support informed decision-making.  The first aim – Patient Experience – is addressed in this module with a focus on the many staff a patient interacts with during a visit who impact the patient’s care.  ** Please note that viewing issues have been identified when using the Internet Explorer 11 browser. The series is best viewed in either Chrome, Firefox, or IE Edge browsers. The series is best viewed in either Chrome, Firefox, or IE Edge browsers. More Details...

Staff Orientation to the use of Health Information Technology (HIT) to achieve the Triple Aim - Part II: Part 2 of 3: Effectively Using Data to Impact Population Health (2017). A custom, health-center focused eLearning module for onboarding and orienting clinical and administrative health center staff to the Triple Aim and their important role in collecting accurate and timely information to support informed decision-making.   The second aim – Population Health – is addressed in this module with a focus on the use of data to improve the health of a population or sub-group of patients.  ** Please note that viewing issues have been identified when using the Internet Explorer 11 browser. The series is best viewed in either Chrome, Firefox, or IE Edge browsers.The series is best viewed in either Chrome, Firefox, or IE Edge browsers. More Details...

Staff Orientation to the use of Health Information Technology (HIT) to achieve the Triple Aim - Part III: Part 3 of 3: Effectively Using Data to Increase Healthcare Value (2017). A custom, health-center focused eLearning module for onboarding and orienting clinical and administrative health center staff to the Triple Aim and their important role in collecting accurate and timely information to support informed decision-making.  The third aim – Value – is addressed in this module with a focus on using data to achieve the best outcomes for patients while decreasing costs.  ** Please note that viewing issues have been identified when using the Internet Explorer 11 browser. The series is best viewed in either Chrome, Firefox, or IE Edge browsers.The series is best viewed in either Chrome, Firefox, or IE Edge browsers. More Details...

This project is supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) as part of an award totaling $6,375,000 with 0 percentage financed with non-governmental sources. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement, by HRSA, HHS, or the U.S. Government. For more information, please visit HRSA.gov.